The Grid Theory of Leadership

by Stan Mack, Demand Media

Employees classified as "Team Management" help organizations reach their full potential.

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Grid theory emerged from the work of Robert Blake and Jane Mouton. Their leadership theory illustrates how two major factors that affect organizational success -- employee well-being and production -- can compete for a manager’s attention. Business owners can use the theory’s grid to determine which category of leadership a management style occupies.

Concern Axis

The vertical axis of the grid represents a manager’s concern for her subordinates. For example, a manager on the lower end of the concern axis rarely would consider such issues as employee empowerment, workplace morale or employee motivation. In contrast, a manager on the upper end of the concern axis focuses heavily on such issues and continually tries to improve working conditions for her employees.

Production Axis

The horizontal axis of the grid represents a manager’s concern for production. A manager placed toward the left end of the production axis might not worry whether a company is achieving its strategic goals or whether it produces what it needs to remain profitable. On the other hand, a manager on the far right end would be preoccupied with such issues and continually push employees to increase productivity and efficiency.

Using the Grid

Grid theory works by plotting management characteristics in relation to both the concern and production axes. For example, a manager who is unconcerned about both employees and productivity occupies the lower-left quadrant of the grid, which is labeled "Impoverished Management." The upper-right quadrant of the grid belongs to a manager who is highly concerned with developing an empowered, productive team. This section is labeled "Team Management" and represents the ideal manager.

Other Types

Three more basic leadership styles exist. "Authority Obedience Management" refers to low employee concern paired with a high concern for productivity. "Country Club Management" is the term for high employee concern paired with low concern for productivity, and "Organization Man Management" involves a middle-of-the-road approach, achieving adequate performance along with satisfactory employee morale.

Considerations

The general point of the grid is that striking the right balance between employee well-being and productivity can help your company reach its full potential, while the wrong balance will inhibit your business. For example, if you show much more concern for employees than for productivity, your company likely will fail due to its low profits. At that point, your employees will be out of a job, so showing more concern for profitability would be in everyone’s best interests. Conversely, if you focus heavily on production with little concern for employee well-being, productivity will plummet after your employees collapse under the strain. Showing more concern for your employees actually could improve long-term productivity.

About the Author

Stan Mack is a business writer specializing in finance, business ethics and human resources. His work has appeared in the online editions of the "Houston Chronicle" and "USA Today," among other outlets. Mack studied philosophy and economics at the University of Memphis.

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